Professional Documents
Culture Documents
More things:
1. Process Improvement (Y= process output = symptom.. Xs = process inputs = causes)
2. Toolbox (from easy soft tools to powerful statistical tools)
3. Quality level (3.4 mistakes on 1 mil. opportunities)
4. Problem Solving Methodology (Define-Measure, Analyze, Improve, Control)
5. Fact Based Decisions (Statistical validation instead of Gut feeling)
6. Breakthrough Improvement (more than 50%, diff. to Continuous improvement)
7. Y = f (X1, X2, X3,,Xn) (funnel down from all potential causes to root causes)
2
WHAT IS SIX SIGMA ? (CONTINUATION)
3
ELEVATOR SPEECH
4
SOME SIX SIGMA PAROLES
5
WHAT IS PROCESS ?
X1
X2
Y
X3
PROCESS
X4
What ever is the problem it must have been created in a certain set of
activities
What ever we do, this can be presented in the form of Process (If we can
not present it in the form of process than we dont know what we are
doing)
So, we first need to define the Process (and the Scope) in which our
Problem could have been generated.
The Problem (i.e. the thing that we want to improve) we designate with
Y, and present it as outcome (i.e. Output) from that Process.
Once we have defined above Process, we can relax and follow the Steps of
Lean Six Sigma methodology that will help us to discover and prove the
Root- causes of the problem, and find the optimal solution.
7
HOW WE IMPROVE A PROCESS ?
1. EFFICIENCY
2. EFFECTIVENESS
Efficiency = Doing things right
Effectiveness= Doing right things
8
HOW WE MEASURE EFFICIENCY AND
EFFECTIVENESS
X1
X2
Y
X3
PROCESS
X4
$$
EFFICIENCY EFFECTIVENESS
Is Quality of our process output
Resources consumed in the
(Y) and we measure it in
process (lead-time, manpower,
Improve SIGMA level
money, etc)
mainly with
LEAN Improve
mainly with 6
Sigma 9
SIX SIGMA & LEAN
10
LEAN ENTERPRISE
Value Added
Any activity that increases the market form or function of the
product or service. (These are things the customer is willing to pay
for.)
Non-Value Added (Waste)
Any activity that does not add market form or function or is not
necessary. (These activities should be eliminated, simplified, or
reduced.)
Business Non-Value Added ("Required Waste")
Any activity that is Non-Value Added but is required.
11
DEFINING THE VALUE OF AN ACTIVITY
No No No
Is it a
business
requirement?
No Yes
Business
Non-Value Added Value Added
Non-Value Added
12
THE CONCEPT OF VALUE ADDED
Example:
Satisfying customer Requirement
Waste (85%)
Business Non-Value Examples:
Added (10 to 15%) Excessive Walking
Waiting time
Examples: Paper storage
Type in information first time Paper sorting
Get paper Correct defects
Answer customer call Transport
13
8 TYPES OF WASTE "DOWNTIME"
MANUFACTURING - OFFICE
back
14
WHAT IS A GOOD SIGMA LEVEL ?
Review with Sponsor Review with Sponsor Review with Sponsor Review with Sponsor Review with Sponsor
back
16
LEAN SIX SIGMA ROADMAP
back
17
LEAN TOOLBOX
The main Lean diagnostic tool is Value Steam Map. We move from Current to Future Value
Stream Map by help of different tools, like the following ones:
back
18
WHAT IS VARIATION?
A2 A10 A5
A6
A3
A9
A4 A1
A8 A7
B6BB103BB95
BB2B1B7B48
Y = f (X1 + X2 + X3 + . Xn)
Our Outputs (Y) are determined by our Inputs (Xs). If we know enough about our Xs we can
accurately predict Y.
By knowing and controlling the Xs, we reduce the variability in Y. Example of Y=f(X) .
Profit = f (Customer, Process, Employee)
back
20
SUPERMARKET EXERCISE (PART 1)
21
SUPERMARKET EXERCISE (PART 2)
back
22
SUPERMARKET EXERCISE (PART 3)
If you were to redo the General Managers Allstores Inc. Weekly Report
list ... What would the list look like now
that you know what the customer wants? Customer Focused
back
23
ORGANISATION AND ROLES IN SIX SIGMA
Black//Green Belts
Black Belts,,
Project Sponsor,
Sponsor, leading teams in getting results Group,
Six Sigma Steering Group,
supports the project leader and through Six Sigma projects.
i.e. Management team, responsible
is the customer and resource Black Belts are full-time
for running the Six Sigma
provider to the project. committed and Green Belts
programme within the organisation
Follow-up the Six Sigma project part-time.
scope.
and leverage the gains.
Controller,,
Controller
Owner,
Process Owner, Project Team Members,
Members Initial evaluator of the project to
is responsible for the cross functional, with good define the potential economical
design of the common business process knowledge. gains. Monitor and confirm project
process and decides on results.
any changes of that
process.
back
24